CPA Firm Practice Management covers a wide array of topics from succession planning, human capital management and practice development. CPA Firm Practice Management also includes the use of marketing, like social media and SEO, and developing new clients. The Private Companies Practice Section is a membership section of the AICPA
consisting of public accounting firms. PCPS’s
mission is to make practicing CPAs and
their firms successful through education and
Do you hit your daily step count just walking around the office looking for a quiet place to call a client? Or do you move files off the chair by your desk so you can talk with a co-worker? There are benefits to working in a small office space, like the camaraderie our office developed eating lunch in the combination kitchen/library/conference room, and any challenges can be offset with some adjustments. Here are some ideas for getting the most out of your limited office space.
- Ask before you act:
Is your office a good place for valuable impromptu meetings? Does your staff feel it’s easy to concentrate? Does the lighting throughout your office allow for a good work experience? Is technology easily accessible? The best way to find out is by asking, either in an informal meeting or via a survey. Your plans to get the best use of limited office space won’t work if you don’t solve the problems that prevent staff from doing their best.
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Few practitioners would be surprised that CPAs identified staffing as a chief concern in the 2017 PCPS CPA Firm Top Issues Survey. Unfortunately, many firms inadvertently make mistakes that prevent them from keeping their best people or making use of their talents. Outlined below are four mistakes many firms make. This list isn’t meant to be all encompassing, as there’s several other mistakes firms make to push people out the door. Need help? Don’t worry, there’s help in the end.
1. Keep your story to yourself. What’s so great about your firm? If you don’t speak about this with your employees, they may not be aware of the value your practice provides to clients, the firm’s standing in the community or the difference it makes through volunteer or charitable efforts. Instead, recruits and newer staff may only ever receive a fairly generic description of the firm and its offerings. Telling your firm’s story—in a formal program or in informal conversations at staff meetings or one-on-one—can better engage people and enhance their commitment to the practice.
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Identifying and responding to risk is a challenging job, since new threats are constantly emerging and old ones can change or unexpectedly reappear. When the Committee of Sponsoring Organizations of the Treadway Commission (COSO) released its comprehensive Enterprise Risk Management: Integrated Framework in 2004, it provided a valuable tool for dealing with organizational threats. In the ensuing years, organizational approaches to risk have advanced and matured, and the nature of risk has steadily evolved.
In response, COSO has released an updated framework to better address the current environment. The new document, Enterprise Risk Management: Integrating with Strategy and Performance, is focused on ensuring that enterprise risk management (ERM) is not simply an agenda item, but something that’s embedded in an organization’s strategic decision making. The new framework is intended to drive changes in setting and implementing organizational strategy in several ways.
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The rules of engagement for business are changing. Today’s world is complex, evolving, extremely high-tech, and fast. Whether you’re a small, one-person shop or a partner at a large or global firm, you’re probably aware that your most valuable current (and potential) clients are unwittingly converting business as we knew it into business-on-the-fly. And they’re bringing new methods that can also prove beneficial to the CPA.
Our societal landscape is significantly different than it was just a decade ago. There are new faces, new modes of interacting, and technology has inarguably and almost completely taken over. Is there a way to sustain and strengthen your practice in this ever-evolving world? Absolutely. In fact, now is an incredibly opportune time for your firm, especially considering the statistics.
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I recently heard a moving story about an acquaintance’s father who passed away unexpectedly. Married to his childhood sweetheart for more than 60 years, he was a dedicated father and husband. He had been the manager of his family’s accounts. Upon his death, his widow and family had to set aside their grief to grapple with urgent financial issues, including funeral expenses and insurance matters. Fortunately, a trusted advisor was able to help. The family’s CPA, a small firm practitioner who had known the family for years, was well acquainted with their finances, and immediately came to their aid, offering his technical expertise. The CPA restored order to the family’s accounts and eased their worries. They had peace of mind knowing their CPA was prepared to protect their interests during and after a highly emotional and stressful time.
Stories like this one unfold every day in CPA firms across America. Whether they’re advising startups on growth opportunities or helping individuals handle life changes, small firm CPAs have a profound impact on their clients, supporting them as they strive for their goals, build for the future or deal with crises as they arise.
Continue reading "Small Firms Make a Difference in Unexpected Ways" »